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Transcript of MOR Leadership .Understanding Workplace Culture The Three Lenses: Strategic, ... Lisa Martin...

  • MOR Leadership Workshop

    Leadership can be learned; in fact, it has to be learned. There are very few born leaders.

    Peter Drucker

    Learning is defined as a change in behavior. You havent learned a thing until you take action and use it.

    Don Shula and Ken Blanchard

    The proof you have learned something is in your ability to do something at an increased capability.

    Brian McDonald

    MOR Associates, Inc.462 Main Street, Watertown, MA 02472tel. 617.924.4501 fax. 617.924.8070www.morassociates.com

    Brian McDonald, Presidentbrian@morassociates.com

  • MOR (Maximizing Organizational Resources) provides:

    customized leadership development programs,

    data analysis in support of evidence based decision-making,

    strategic consulting,

    partnering with clients to bring about sustainable improvements.

    Since our inception in 1983, MOR has supported, advised, coached, and inspired leaders as they develop strategies designed to enhance their individual and organizations success. MOR focuses on helping leaders position their organizations and their people to deliver increasing value in the future.

    MOR AssociatesBrian McDonald President

    Sean McDonald Vice President

    Jim BruceSenior Fellow and Coach Former Faculty Member and CIO, MIT

    Jack WolfeSenior Consultant, Executive Coach

    Lori GreenProgram Leader, Leadership Coach

    Rick FredericksSenior Consultant, Program Leader,Leadership Coach

    Annie StundenLeadership Coach Former CIO, University of Wisconsin

    Gary AugustsonLeadership Coach Former CIO, Penn State University

    Greg AndersonSenior Consultant, Leadership Coach

    Susan Washburn Program Leader, Leadership Coach

    Curtis Odom Program Leader, Leadership Coach

    Leslie Alger Leadership Coach

    Chris PaquetteSenior Survey Consultant

    Harold PakulatSenior Survey ConsultantLeadership Coach

    Rob SmyserSurvey Services Manager

    Dan McDonaldOffice Manager

    Maria CorsoFinance Manager

    Caitlin WardExecutive Assistant

    [ CLIENTS ] Stanford University | Hewlett Foundation | MIT | Berkeley Lab | GE Capital | NYU | MA-Com | TYCO | Columbia University | New England Business Services | Northeastern University | Indiana University | Stanford Linear Accelerator | Lincoln Lab | US Postal Service | The University of Pennsylvania | UC Berkeley | Penn State University | University of Wisconsin | University of Southern California | University of Washington | University of Illinois

    462 Main Street, Suite 300Watertown, MA 02472

    p: 617-924-4501

    f: 617-924-8070e: info@morassociates.comwww.morassociates.com

    About

    Strategic Consulting

    Leaders need to develop a compelling vision for a desired future state that engages and enlists people in moving toward a vision. It is critical to encourage strategic thinking at all levels of the organization. MOR consultants partner with clients who are engaged in strategic thinking, business process improvement and similar initiatives.

    Survey Services

    Leaders need to develop strategies and make decisions based on evi-dence supported by analysis. MOR Surveys offers tailored services de-signed to gather, analyze, and report useful information. MOR offers customer satisfaction surveys, employee engagement surveys, and 360 multi-rater feedback surveys. Our survey services are virtually turnkey and we provide expert assistance in survey design, methodology, admin-istration, analysis, reporting, and communication.

    Customized Leadership Development

    The MOR Leadership Institute offers an intense and distinctive devel-opmental experience that results in increased individual effectiveness and a shared language that a community of leaders can use to collabo-rate. The design involves three tracks: workshops focused on concepts and competencies, an applied learning approach emphasizing putting the frameworks into practice, and an individual track that is devoted to work on self.

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    This program provides numerous opportunities.

    Its a place to take risks, to test out your ideas, to test out new behaviors, and to

    solicit feedback.

    Sustainable behavior changes take place when

    individuals adopt new practices, and as a result,

    develop new habits.

    Dialogue and real-time feedback are great sources

    of insight, though they require us to acclimate to

    being vulnerable.

    You havent learned anything unless you have demonstrated your ability

    to do something at an increased capability.

    Each workshop is a learning lab. This is

    a practice field. Stepping up or stepping out of the

    familiar requires us to operate outside our

    comfort zones.

    Premises Underlying This Leadership Program

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    Contents MOR Leaders Program Themes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

    Session One Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

    Program Roster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

    Presence and Presentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

    Leading Managing Doing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

    Your Leadership Journey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24

    Feedback Is a Gift . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27

    A Practical Guide for Leading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30

    Leaders Are Strategic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35

    Leaving Your Comfort Zone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52

    Focus On the Important . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55

    Your Development Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56

    The Immediate versus the Important . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60

    Delegation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .66

    Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .72

    The Applied Learning Track . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77

    Insights from Session One . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .83

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    MOR Leaders Program Themes

    Session One | February 25-27 | University of Texas - AustinDefining Leadership and Management

    Presence and PresentationDefining Leadership and ManagementYour Leadership JourneyIntroduction to Strategic ThinkingThe Strategic Planning Process

    Balancing the Important with the ImmediateDelegationCreating an Individual Development PlanCoaching for Commitment

    Session Two | April 16-18 | University of California at BerkeleyLeading Change and Exercising Influence

    Leading Change, Evolution Is ContinualUnderstanding Workplace CultureThe Three Lenses: Strategic, Political, Cultural Consulting on a Change ProcessExercising Influence

    Building Relationships: The Four IsCreating a Vision for this Learning CommunityNeuroscience and Developing PracticesCoaching for Results

    Session Three | June 17-19 | Boston CollegeDeveloping Your Interpersonal Skills

    Developing Interpersonal Skills, Emotional IntelligenceBuilding Relationships: Mapping Your NetworkThe Leaders Role as CommunicatorStakeholder Mapping

    Presenting for Impact Using SUCCES Leadership as Performance ArtFocusing on Your Development Goals

    Session Four | September 16-18 | New York UniversityDeveloping People and Delivering Results

    Developing People Having Difficult Conversations The Leaders Role in Delivering ResultsContinuing Your Leadership Journey

    Improv as a Leadership Skill Coaching for a Breakthrough Peer Coaching

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    Session One: Defining Leadership and Management

    Day One: Defining Leadership

    Tuesday, February 25, 2014 University of Texas - Austin

    FAC Building, Third Floor, Room #328

    Continental Breakfast 8:00 am

    I Opening Comments 8:30 am

    Overview on the Agenda

    Welcome to Washington University

    Participant Go-Around: What Do You Want to Get Out of this Experience?

    First Impressions Exercise

    II Presence and Presentation

    Leaders Need to Have Presence

    Be Intentional

    III Perspectives on Leadership

    Participants Compare and Contrast Thought Leaders

    Small Groups Present from Advance Readings

    Guidelines for Giving Feedback

    What Makes for an Effective Presentation?

    Lunch

    IV Balancing Your Roles Leading, Managing, and Doing

    How Do You Use Your Time and Your Talent?

    Introduction to Coaching Skills

    Listening Is a Leadership Attribute

    Thinking about Your Goals for the Program

    V Your Leadership Journey

    Discussion: What Are the Lessons Youve Learned in Regard to Leadership?

    VI Wrap Up 5:00 pm

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    Session One: Defining Leadershi